Benefits Assessment Working Group

The Catchment Based Approach Evaluation & Marketing

Catchment Based ApproachCelebrating the benefits of a collaborative approach for people and wildlife

Action and Activities in 2018/19

23,379primary stakeholders engaged in 2018/19

Other

In citizen science

In walkovers

In planning/visioning

Through information events

0 20 40 60 80Number of partnerships

All CPs work

with their local water company

and

69% have the water

company involved in funding and/or

delivery

487 CaBA meetings across the country

939 projectstackling:

Engagement/ awareness/ education

Water pollution

Floods/ droughts/ resilience

River habitats/ biodiversity

Green-blue infrastructure/ access to nature

Research

0 200 400 600 800Number of projects

£1 : £3.2For every £1 directly invested by

the Government, CaBA partnerships have raised £3.2

from non-governmental fundersplus

£28 millionof wider government funding

invested via a collaborative catchment approach

CaB

A (d

irect

)

Gov

ernm

ent

Non

-gov

ernm

enta

l

Mat

ch

In k

ind

0

5

10

15

20

25

30

35

40

45

Project outcomes in 2018/19:

30,898volunteers & citizen scientists

actively involved

5,424hahabitat created

99 barriersto fish migration mitigated

208projects tackling diffuse

pollution & improving water quality

298projects tackling ecological

quality of waterbodies

>100kmriverbank controlled for specific invasive species

13,417farmers engaged, often with on-

farm measures implemented

Note: the funding reporting process has changedsince last year, particularly with respect to EA WEIFand WEG funds, which are now more consistentlyrecorded and included as host funding.. This hastherefore affected the funding ratio. Total amount ofnon-governmental funding reported has increased.

CaBA Reporting 2018/19

x 104

49

32

42

11

15

11

25

29

20

711

15

7

12 14

4

20

10

20

30

40

50

60

2016-2017 2017-2018 2018-2019

Num

ber o

f par

tner

ship

s

Actively engaged in delivery/funding

Regularly involved with planning

Have attended meetings

On contact list/recieves comms

Aware of CaBA Partnership

Not engaged (option not available for 2016/17)

Overall level of engagement of the farming & forestry community with CaBA partnerships

2017/18 2018/19

partnerships engaged with farmers in at least one of their partnership projects

90 91

farmers engaged across all the projects

6,214 13,417

62% 47%

of all projects engaged with farmers

Part

ners

hip

Build

ing

Proj

ect D

eliv

ery

CaBA Reporting – Using the data

• Format & almost all questions will remain the same

• Will need to capture ‘National Success Measures’:• Resilient partnerships:

• Undertaking a self-evaluation exercise;• Undertaking a stakeholder analysis.

• Engagement:• Supported engagement for river basin management planning;• A catchment plan available online.

• Monitoring and reporting: Complete Statement of Account and CaBA Monitoring and Evaluation process

CaBA Reporting 2019/20

Your CaBA Partnership Elevator Pitch…

CaBA Theory of Change (in development…)

• What are our long-term outcomes (strategic objectives)…?• What change are we trying to effect and in whom/what system…? • Only then can your strategy and plan be robustly developed

• Underpins the development of M&E and marketing strategy…• Informs the ‘logframe’ approach to design and M&E

5. Inter. Outcomes Benefits resulting from a collaborative approach • Change in behaviour of target

populations

• Uptake of best practice

• Change in resource use

• Changes in attitudes and aspiration

4. Final Outputs Final products and services delivered • Projects/actions from plan

implemented

• Events organised & delivered

• Communications resources developed

6. Final Outcomes Desired goals of partnership working

Environmental• Reduced diffuse pollution• Habitat creation• Improved hydro-morphology

of rivers and streams• Flood protection• Climate regulation etc

Social• New collaborations formed • Collaborations sustained and

improved • Increased trust & reciprocity• Shared values & vision• Improved communication

Financial• Increased non-public funding

for environmental improvements

• Ratio of public to non-public funding

3. Inter. Outputs Products generated from partnership approach• Terms of reference

• Shared vision for the partnership

• Agreed goals

• Agreed action plan

• Monitoring and evaluation

Logical Model for CaBA Monitoring & Evaluation

2. ProcessActivities to develop robust partnership approach -• Stakeholder representation

• Communication method + frequency

• Exchange of information and ideas

• Decision making processes

1. InputResources used in partnership approach -

• ££ - Defra / other public

• ££ - Non-public

• ££ - Partners /Collaborators

• Expert/staff/partner time

• Technical resources e.g. modelling/monitoring

LOGIC MODEL*a logframe

SITUATION PRIORITIES

What is the context/background of the challenge or issue you are seeking to address…?

What are the overarching objectives, missions, vision, values or mandates within which you are operating…?

Overall objectives or external priorities, drivers or strategic goals this activity is influenced by.

INPUTS OUTPUTS OUTCOMES (FROM THEORY OF CHANGE)

What physical or human resources are needed…?

e.g. time, money, staff, research, materials and technology

AUDIENCES ACTIVITIES SHORT-TERM MID-TERM LONG-TERM

Who do you want to connect with and what do you want to say to them…?

Audience identification, segmentation and analysis ,

plus development of messages and channels

What are the interventions/ actions

being delivered…?What tangible products, events,

training, partnerships, media are being produced and via

what channels are they being communicated...?

What short-term results do you expect to achieve…?

What will indicate that the action/ intervention was

successfully delivered, and the immediate aims and objectives

achieved - e.g. increased awareness, engagement, changed opinions, etc...??

What interim results do you expect to achieve…?

What interim outcomes was the action/ intervention designed to realise - e.g.

behaviour changes, policy changes, action-oriented

responses, etc...?

What long-term environmental or societal impacts are expected…?

Did the action/ intervention contribute to the overall

objectives of the project - e.g. help to realise environmental,

social, cultural or economic benefits...?

ASSUMPTIONS EXTERNAL FACTORS

What assumptions are you making that will determine whether you are successful?

What external factors are there that could enable or hinder your success?Assessed and captured via a SWOT analysis - either applied to the project overall, the Strategy or to the action/intervention.

SUCCESS INDICATORS (MONITORING & EVALUATION)INPUT METRICS OUTPUT METRICS OUTCOME METRICS

How did you (or do you intend to) monitor what

investment in time, human resources and physical

resources were secured...?

How did you (or do you intend to) monitor whether the activity/intervention was delivered as planned…?

This is how you check that you meet your targets for the activity, were the immediate aims and objectives achieved…?

How did you (or do you intend to) monitor and evaluate the delivery of the anticipated outcomes over the short, mid- and long-term…?

This is how you demonstrate/verify the successful realisation of these outcomes (monitoring and evaluation) or, if they weren’t, how were the necessary changes to the process identified to ensure

they are achieved in the future (plan, do, check, act).

COLLABORATIVE APPROACH

Social Capital

TrustNetworking/convening

Brokerage/facilitationConsensus

Engagement

Collective ambition/vision

Knowledge Capital

Mandate for Action

(legitimacy)

Org. 1

Org. X

Strategy (consensus on

objectives)

Evidence

Targeting

‘Wants’‘Needs’

DELIVERY

Org. 1

Org. 2

NATURAL CAPITAL

Asset. 1

Asset. 2

Environmental Benefits

Social /Human Benefits

Cultural Benefits

Economic Benefits

Citizens

Civil Soc

Org. 3

Org. X

Gross Value Added (GVA)

Collaborative integrated delivery –Communication & partnership-working supports

efficient and cost-effective delivery of a multi-beneficial programme of measures

Agency

Asset. 3

Asset. 3

+++ Value Case

History

+++ Knowledge

Capital

TB

TB

TB

TB

TB ‘Toolbox’ of delivery capabilities

Cost-effective delivery of multi-beneficial measures in multi-functional locations gives to highest return on investment and greatest diversity in the outcomes realised

Financial Capital

+++ Social

Capital

Robust monitoring and evaluation throughout the process ensures long term sustainability & securitisation of benefits

Demonstrable evidenced value proposition = business case

Action Plan

DataRoI achievable

Exploring the value proposition of a local collaborative governance approach to

environmental planning & delivery

+Input: top-down

legitimacy/mandate

Input: imported knowledge capital

+

Input: external funding

Prioritisation

Robust monitoring &

evaluation

Marketing & Comms

Business

What is CaBA to you and your partners?

Where does your partnership fit into the diagram?

How can you market your partnership?

How can the CaBA NSG support your way of working?

Benefits Assessment Working Group

The Catchment Based Approach Evaluation & Marketing